超競爭環境下中小企業之調色盤策略研究

Abstract

大多數人認為「創新」是企業成功的關鍵因素之一，也是企業的使命和業務獨特的賣點。然而，創造力最重要的是來自公司內部和外部的人才，當公司擁有較多的優秀員工和人力資源，通常能在特定產業中取得領先地位。不幸的是，如果公司不能創建其他成長曲線，通常就會受限於不確定性的業務與業績下滑，並被困在艱難的商業環境中。 本研究針對如何有效地運用外部人才，資源，及最重要的是，從現有市場開發出衍生市場的需求，提出系統性的研究論述。本研究所指的成長模式，關鍵在如何顯著地減少開發的時間來釋放所有的潛能。不同於一般研究，我們認為創新並不需要從企業產生，而是可以通過聯盟與其他人或其他公司來實現，但合作夥伴必須要麼有名的或是有影響力的廠商。因此，兩個或三個小巨人可以聯合設計產品，各合作夥伴的實力和能力都可被整合起來運作。此外，他們的業務夥伴關係，才能達到最佳的配合狀態，每個人都可以從這個聯盟群組得到額外的好處。 本研究因此提出“調色盤策略”，它並沒有對合作規範有一定的原則來執行，也沒有呆板的原則規定，它只是關於設定所有的目標，為最終產品應該看起來要有的樣子和經營模式，為這個聯盟組中調合出最合適的模式。畢竟，從這個大餅或共享機制中，每一個團體或是個人能夠獲得好的利潤，使每一方都覺得於起步階段受到公平的待遇。至少。大家可在建立的第一個成功案例後，有權利能保持或是改變合作模式。

Most of us believe that innovation is one of the key success factors for enterprises, SMBs, and entrepreneurs and to be their unique identity for cooperate missions and selling point on business. Yet, creativity most importantly comes from talented people, including internal and external sources. The more talented staff a company possesses the better chance of getting a leading position in their particular industry during their growing life cycle. Unfortunately, if a company could not create multiple growth curves over time to support their continuous growth, then its future is uncertain and its business may decline. This thesis addresses how to efficiently embrace external talented people, resources, and most importantly how to create new demand from the existing market. The key point is how to significantly reduce the developing time in order to unleash the potential of market success. Innovation does not need to be generated internally. It can be achieved by alliances with other companies. But the main criteria for finding correct partners is that they have to be either famous or at least influential on their market bases even if their business scale is not so big. Therefore, two or three little giants can join together to design and create a product based on each partner’s strength and capabilities. Also, their business partnership can achieve the best fit condition and everyone can obtain extra benefits from this alliance. The advantage of such a alliance group mode can be conceptualized as what I propose as “Palette Strategy”. There is no precise guideline for this type of cooperation nor certain principles to be followed. It is all about setting goals about what the end product should be and find a business model that fits this alliance group. After all, each party can obtain decent profits from the big pie and sharing mechanisms makes each party feel fair at least at the initial stage. They can both have the right to alter the cooperation mode after their first success. We also discuss the implications and suggestions for applying palette strategy in real world situations.